Qualitative surveys and interviews are used to explore the perceptions of managers of small and medium-sized family businesses and insights into management and leadership development in these family businesses. The family business is at the intersection of the family and business systems (Rosenblatt, de Mik, Anderson, & Johnson, 1985). Events, environments and life cycles of family and business influence each other. In the inaugural issue of Family business Review.
The mayor, head of a family business, may have no intention of passing the business on to the next generation. Management and leadership development in a family business are complex and at the same time reinforced by the competing systems of family and business (Kets de Vries, 1993). While a multitude of experts provide advice on family business leadership (Aronoff & Ward, 199; Solomon, 1998), researchers do not appear to directly ask family business leaders questions and concerns about their leadership and leadership development.
This study is professionally significant in that it informs family business managers and researchers about leadership and leadership development issues in family businesses. This literature review begins with an overview framework of family business and follows with a review of leadership and family business as well as leadership development. Perhaps this is what the older generation of family business leaders are doing in their personal approach to leadership development (Foster, 1995).
This study focused on subjects' perceptions of leadership and leadership development issues in family businesses. The letter invited the leader of the family business for an interview about leadership and leadership development issues in family businesses. Through this data reduction, the researcher connected building patterns toward overarching themes of leadership and leadership development issues in family businesses.
RESULTS OF THE STUDY
Family members of the next generation have personal choice, but no inherent right to be employed in the family business. Family business leaders indicated that family members of the next generation have a choice whether to enter the business. The data show that the next generation does not have an absolute right to be employed in the family business.
Formal education and the ability to deal effectively with people was a matter of leadership and leadership development in the family business. Secondary data themes for family business leadership and leadership development issues were: (a) There are both joys and conflicts in working with family members, Cb) some family businesses deliberately do not intend to pass the business on to the next generation, and (c) the success of the business has higher priority than ensuring that the next generation leads the business. Will the next generation have both the ability and desire to lead the family business.
There was a clear concern that the next generation would lack both the ability and desire to lead the family business. The next generation's ability to command the respect and loyalty of employees has been a concern of family business leaders. The literature has supported the importance of selecting and developing the next family business leader (see Aronoff & Ward, 1992; Daily & Dollinger, 1996; Foster, 1995), but selection and development has not received as much attention as other family business issues (Dyer & Sanchez, 1998).
This finding was based primarily on interview data, secondarily on survey data (n=>10), and supported by documents from interviewee family businesses that required outside work experience. Respondents indicated that the involvement of employees and external mentors in helping the next generation learn by example is valuable in developing leadership in family businesses. A leadership lesson that emerged from the stories was that the family business is about more than just money.
One survey participant described how the family business had provided ongoing support to the very small town near the business. What are the leadership needs of family businesses that can be effectively addressed through education and research? The findings indicated that family business leaders view next-generation leadership development as an important issue.
This researcher realized that the family business is about more than operating and making a profit. Baker, KG., & Wiseman, KK (1998), Leadership, legacy and emotional process in family business. 1998), EntIy of the next generation: Strategic challenge for family businesses.
2003 SURVEY OF SOUTH AFRICAN FAMILY BUSINESSES
How many generations or steps in family descent have there been since the business was founded. The rest of this sUlvey is concerned with leadership in family business and leadership development learning across generations. What do you think are the leadership and leadership development issues of family businesses?
When thinking about succession in your family business, what are your leadership and leadership development fears and concerns. What are family business leadership needs that can be effectively addressed through education and research. If you answered ''yes'' to one or both of the above questions, we would like to receive the following information from you:.
Thank you for your participation!
You are invited to participate in the attached qualitative survey on management and leadership development issues in family businesses. The purpose of this research is to investigate how leadership is learned across generations in family businesses. The results of this study will be used to develop a profile of leadership in family businesses and how leaders influence the next generation of leaders.
If you want, you can get a summary of the results by indicating this on the last page of the survey. I am an MBA student at the University of Natal working on a dissertation about leadership issues and leadership development in family businesses. The purpose of this research study is to explore leadership issues and how leadership is learned across generations in family businesses.
A further goal is to identify family business leadership needs that can be effectively addressed through further education and research. The focus of the interview will be your knowledge and perspectives on family business leadership issues and developing the next generation of leaders. With your permission, I would prefer to audio record our conversation to aid in the accuracy of the data analysis in the dissertation. If you prefer, all responses can remain confidential with your name and organization not identified in the study.
In addition to personal interviews with several managers, there is an in-process qualitative survey of approximately 100 managers of family businesses. Although you undoubtedly have a demanding schedule, I would appreciate the opportunity to meet with you at your convenience to discuss family business issues. When considering succession in your family business, what are your fears and concerns about leadership and leadership development.
What are the business leadership needs that can be effectively addressed through education and research. Do you have any thoughts about leadership and/or leadership development in family business that you would like to add.
